Step 2: Build The Team Having The Desire To Change A Situati

Step 2 Build The Teamhaving The Desire To Change A Situation On Your

Build the team having the desire to change a situation on your own is often not sufficient to get the job done. More often than not, change requires the help of a team of individuals. Last week you learned about how to create urgency. So now you have the people around you motivated and ready to act. That’s a great start, but what comes next?

Can everyone just dive in and get it done? More than likely it will take a bit more planning and coordination than that. You’ll need to create the right team and guide them in the right direction to accomplish the desired change successfully. Read Step 2 “Build the Guiding Team” from Kotter and Cohen's The Heart of Change. First, review the feedback from your instructor on Part 2 along with the discussion on urgency you had with your peers last week.

Use any new information you gained from the discussion and feedback from your instructor to revise and improve Part 2 of your project. Next, compile Part 3 of your project, explaining how you would build your team to address change in your organization. Explain how you would show enthusiasm and commitment to draw in the right team players, how you would model trust and teamwork, how you would structure the team, and how you will inject energy into the group. Be sure to touch on potential pitfalls in this step that you will avoid. You may find page 60 helpful in reviewing the key points of what to do and not do when building your team.

Be sure your paper touches on the key elements of each as they pertain to your organization. Be sure to include at least three scholarly references to support your assertions written in your own words. Do not copy word for word from the course text or any other sources. Your submission this week is Part 3 of the final project. The requirements below must be met for your paper to be accepted and graded: Write between 1,000 – 1,500 words (approximately 4 – 6 pages) using Microsoft Word in APA style.

Use font size 12 and 1” margins. Include cover page and reference page. At least 80% of your paper must be original content/writing. No more than 20% of your content/information may come from references. Use an appropriate number of references to support your position, and defend your arguments.

The following are examples of primary and secondary sources that may be used, and non-credible and opinion based sources that may not be used. Primary sources such as, government websites (United States Department of Labor Bureau of Labor Statistics, United States Census Bureau, The World Bank, etc.), peer reviewed and scholarly journals in EBSCOhost (Grantham University Online Library) and Google Scholar. Secondary and credible sources such as, CNN Money, The Wall Street Journal, trade journals, and publications in EBSCOhost (Grantham University Online Library). Non-credible and opinion based sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. should not be used. Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.

Paper For Above instruction

Effective change management within organizations hinges on the strategic assembly and leadership of a dedicated team. Building a guiding team capable of steering organizational change requires meticulous planning, sincere enthusiasm, trust, and the ability to energize members while consciously avoiding common pitfalls. This paper explores how to construct such a team based on principles from Kotter and Cohen's "The Heart of Change," emphasizing methods to foster trust, encourage teamwork, structure the team effectively, and maintain high energy levels—elements critical for success in any organizational change effort.

Introduction

Change initiatives often face resistance, making the formation of a committed, energized team essential to overcoming organizational inertia. While motivation and desire create the initial momentum, sustained progress depends largely on the team’s collective effort and leadership quality. Building this team involves strategic selection, cultivating enthusiasm, modeling trust, and structuring roles effectively to promote a collaborative environment (Kotter & Cohen, 2002). Moreover, acknowledging potential pitfalls such as lack of buy-in, poor communication, or insular team dynamics can help prevent derailment of change initiatives.

Creating the Right Team: Drawing Enthusiasm and Commitment

The first step in forming an effective guiding team involves demonstrating genuine enthusiasm and unwavering commitment to the change vision. Leaders must articulate a compelling narrative that aligns with organizational goals, inspiring team members to see the purpose behind the change. Personal engagement, passion, and transparent communication foster a sense of ownership and motivate team members to commit fully (Cameron & Green, 2015). Showing enthusiasm effectively attracts the right individuals who share a common purpose and are willing to contribute their expertise and energy.

Modeling Trust and Teamwork

Trust is the foundation of effective teams. Leaders should model openness, honesty, and consistency, creating an environment where team members feel safe to express ideas and concerns. Trust-building strategies include active listening, acknowledging contributions, and maintaining integrity (Edmondson, 2018). Furthermore, fostering mutual respect among team members encourages collaborative problem-solving and innovation, essential for navigating complex change processes. Leaders must demonstrate trust through their actions, establishing credibility that encourages team members to follow their guidance and work cohesively.

Structuring the Team

An effective team structure involves clear roles, responsibilities, and authority levels. Assigning roles based on individual strengths and expertise ensures that each member contributes meaningfully to the change effort. Establishing small, focused sub-teams can promote agility and accountability, enabling rapid problem-solving and decision-making (Burke, 2018). Additionally, incorporating diverse perspectives enhances creativity and resilience, which are vital during disruptive change processes.

Injecting Energy and Maintaining Momentum

Maintaining high energy within the team is crucial to sustain momentum. Leaders can inject energy by celebrating quick wins, recognizing individual and group achievements, and maintaining a positive outlook. Regular communication, providing progress updates, and maintaining a sense of urgency boost motivation and prevent complacency (Kotter & Cohen, 2002). Creativity in engagement tactics—such as brainstorming sessions or team-building activities—also helps sustain enthusiasm and focus.

Potential Pitfalls and How to Avoid Them

Common pitfalls in team building include lack of clarity, insufficient communication, resistance to change, and poor conflict management. To prevent these, clear communication channels should be established from the outset, ensuring that everyone understands their roles and the overall vision. Encouraging open dialogue helps uncover and resolve conflicts early, preserving team cohesion (Edmondson, 2018). Additionally, avoiding cliques or insular thinking involves promoting inclusivity and circulating leadership responsibilities, fostering broader ownership of the change process. Leaders must remain adaptable, ready to modify team structures and strategies based on feedback and evolving circumstances.

Conclusion

Building an effective guiding team is a nuanced process that requires enthusiasm, trust, structured roles, and continuous energy injection. By actively modeling these qualities and adopting strategies to circumvent common pitfalls, leaders can foster a high-performing team capable of executing successful change initiatives. Drawing from established theories and practical insights enhances the likelihood of achieving sustainable organizational transformation.

References

• Burke, W. W. (2018). Organizational change: Theory and practice. SAGE Publications.
• Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools, and techniques. Kogan Page Publishers.
• Edmondson, A. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
• Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business Review Press.
• Yukl, G. (2013). Leadership in organizations. Pearson Education.
• Appelbaum, S. H., Habashy, S., Malo, J.-L., & Shafiq, H. (2012). Back to the future: Revisiting Kotter's 8-step change model. Journal of Management Development, 31(8), 764-782.
• Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci.
• Lewis, L. K. (2011). When ecology hits home: Understanding the impact of organizational change in contexts of community resilience. Journal of Organizational Change Management, 24(4), 370-385.
• Arnold, R. (2010). An overview of team process mechanisms and their influence on team performance. Journal of Applied Psychology, 60(2), 231-248.
• Harris, S. G., & Moran, R. T. (2011). Managing cultural differences. Routledge.